Formalized Flextime: The Perk That Brings Productivity - includes flextime web resources

Workforce, Feb, 2001 by Sarah Fister Gale

* Empower employees to craft flexible solutions. "When employees have a vested interest in planning their schedules, they are more dogged in coming up with creative solutions," says Marcel. "That crosses over to client work."

* Expect employees to make a business case for going flex time. The focus can't be just on the individual, it should be on the client as well, says Ray Lewis, director of communications and manager of PricewaterhouseCoopers' At Home program. II the clients' needs will be served, a flex schedule is appropriate.

* Give employees a formal structure for planning and implementing a flexible schedule. A step-by-step process helps them think through all the issues involved and foresee any obstacles, says Lewis. Involve experienced flex workers in writing the policies, and make them available as mentors.

* Share success stories. Get hesitant managers beyond the myths of managing flex workers by documenting stories in newsletters and encouraging everyone to try it, says Lewis. The more buy-in you get from management, the more successful the program will be.

* Adopt a flex policy on a small scale and measure the results. Pinpoint business problems that could be affected by flextime, such as reduction in overtime costs or improved call resolutions, then implement a program in one department and document the changes over a set time, says Jill Casner Lotto, vice president of the Work in America Institute, a national nonprofit organization based in Scarsdale, New York. Use the results to support a decision for a formal flex policy throughout the organization.

A sample flextime proposal from PricewaterhouseCoopers

[This proposal is an abbreviated version of PricewaterhouseCoopers' FWA policy. Employees interested in flexible scheduling must complete this form and have it approved by their superiors before they can activate flextime schedules.]

The FWA proposal is designed to incorporate many of the issues that must be considered when designing a flexible work arrangement and must be completed by all PWC individuals on an FWA. Please complete the following proposal. Your mentor or others may assist you.

Part 1 Proposal

1. Benefits and barriers for the firm. What are the benefits of this flexible work arrangement for the firm? Identify potential barriers that a flexible work arrangement could raise with clients, partners, staff.

2. Flexibility and availability. Clarify your availability to travel or meet unexpected work needs on days or at times when you are not in the office or formally scheduled to work.

3. Communication. How will you maintain communication with the office? With clients? How will you let others know when you want to change your schedule?

4. Efficiency and coverage. How will you ensure that your new schedule won't be disruptive to work flow? Describe your backup plan when you are unavailable and someone--client, partner, staff--needs something fast.

5. Flexible Work Arrangement (check one):

* Reduced Hours

* Job Sharing

* Seasonal Employment